internal communication channels within a multinational ... · channels used by goldenmoments and...

Internal communication channels within a Multinational

Organisation – GoldenMoments Ltd.

Arturs Arins

Bachelor’s Thesis

DP in International Business

June 2013

Abstract

Author or authors Arturs Arins

Group or year of entry 2010

Title of report Internal communication channels within a Multinational Organisa-tion – GoldenMoments Ltd.

Number of pag-es and appen-dices 41 + 4

Supervisors Marika Alhonen and Evariste Habiyakare

The subject of this Bachelor’s thesis is internal communication at GoldenMoments Ltd. The aim of this research is to find out the level of satisfaction with internal com-munication; the preferred channels of internal communication; the most effective channels of internal communication; and suggestions for the improvement of Gold-enMoments Ltd. internal communication. The thesis is commissioned by Paul Cheatle, International Commercial Director at GoldenMoments Ltd. GoldenMoments is a medium size multinational company with headquarters in Portsmouth, United Kingdom. GoldenMoments services include over 7000 gift experiences, at 3000 locations across 14 countries. The theoretical part of the Bachelor thesis covers reviews on internal communication theory, methods, forms and channels of internal communication and challenges that affect communication flow within the GoldenMoments Ltd. multicultural environ-ment. The empirical part of the thesis covers the selected quantitative research method, a quantitative research survey that was distributed to entire GoldenMoments team. The results of the study cover the answers to the research questions and solutions to the research problem. A product of the research is internal communication improve-ment recommendations.

Keywords Internal communication, organisational communication, multicultural organisation, quantitative research approach

Table of contents

1 Introduction .......................................................................................................................... 1

1.1 Thesis subject and research questions ...................................................................... 2

1.2 Research problem and objectives of the thesis ....................................................... 2

1.3 Thesis limitations ......................................................................................................... 3

1.4 Introduction of GoldenMoments ............................................................................. 4

1.5 Thesis process management ...................................................................................... 6

1.6 Structure of the thesis ................................................................................................. 7

2 Theoretical framework ........................................................................................................ 9

2.1 Workplace communication ........................................................................................ 9

2.2 Internal communication in an organisation ........................................................... 12

2.3 Forms and channels of internal communication .................................................. 16

2.4 Cultural diversity in multicultural organisation ..................................................... 19

3 Research approach and method ....................................................................................... 22

3.1 Quantitative approach .............................................................................................. 22

3.2 Sample and population ............................................................................................. 23

3.3 Data gathering ............................................................................................................ 23

3.4 Data analysis process ................................................................................................ 24

4 Results and data analysis ................................................................................................... 26

4.1 Internal communication flow .................................................................................. 26

4.2 Current situation of internal communication ........................................................ 28

4.3 Preferred internal communication tools ................................................................ 30

5 Conclusions and recommendations ................................................................................. 32

5.1 Conclusions ................................................................................................................ 32

5.2 Recommendations ..................................................................................................... 34

5.2.1 Management organised monthly staff meeting ......................................... 35

5.2.2 Internal newsletter ......................................................................................... 36

5.2.3 Internal communication training sessions .................................................. 36

Bibliography ............................................................................................................................. 38

Appendices ............................................................................................................................... 42

Appendix 1: Questionnaire ............................................................................................... 42

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1 Introduction

In an ever evolving business society the need for well-established internal communica-

tion is important for organisations survival in the competitive markets. The thesis is

commissioned by Paul Cheatle, International Commercial Director at GoldenMoments

Ltd. GoldenMoments is a medium size multinational company with headquarters in

Portsmouth, United Kingdom. GoldenMoments services include over 7000 gift expe-

riences, at 3000 locations across 14 countries.

GoldenMoments operates mostly in the UK market in: Southern England, London,

Scotland, Wales and Ireland. Coordination with employees in the main office in

Portsmouth, spotters and experience supervisors has shown an increase of communi-

cation challenges due to the geographical location of employees.

Current internal communication situation is based on everyday face to face meeting

among co-workers, e-mail use and phone calls to the employees who are at the experi-

ence sites. Managers are communicating information and tasks to the employees via

Outlook or e-mail. Currently GoldenMoments employs 12 full time interns and 11

permanent employees.

Employee commitment is essential in efficient internal communication management..

Employees are highly educated in their field of profession with need to be communi-

cated about the insight information of the company. It helps an employee to be in-

formed about their job importance and value in the company. Highly motivated em-

ployee is more likely to produce their abilities in efficient manner. (Gennard & Judge

2005, 329-333.)

Research study on the internal factors in GoldenMoments is essential because well-

established communication channels are influencing employees’ dedication and the

internal communication flow in the company. Employees have to be informed about

the correct channels in communication with other employees in order for the project

process, task delegation and future tasks are correctly communicated to other employ-

2

ees. The results of the study cover the answers to the research questions and solutions

to the research problem. A product of the research is internal communication im-

provement recommendations.

1.1 Thesis subject and research questions

The thesis subject is the internal communication at GoldenMoments Ltd. As interna-

tional company a well-established internal communication is a priority. The author of

the thesis will introduce beforehand researched internal communication analysis with

practical solutions and recommendations for more effective internal communication

channels to be used.

Communicate instantly with co-workers in a professional manner is important. Internal

communication is even more essential when the employees are working in different

offices, locations and departments. Thus, nowadays organisations are putting a lot of

effort into establishing a self-sustainable internal communication flow. Organisations

have hierarchical structure, different department teams and expect employees to make

decisions and take action in collaboration with other departments. (Guffey & Almonte

2007, 86-87.)

1.2 Research problem and objectives of the thesis

The research objective is to research and analyse the current internal communications

channels used by GoldenMoments and the ways to improve internal communication

channels. The research problem is defined as the study of current internal communica-

tion channels and their inability to function as effective as they are supposed to. The

improvement of these internal communication channels are depending on the research

results and their potential need of improvement.

GoldenMoments is interested in the research due to the fact that the company is inter-

national with international workforce dealing with internal communication challenges

on day to day basis. Study of GoldenMoments internal communication channels name-

ly formal and informal communication work within the company, determine the fac-

3

tors that influence them and to see if there is urgent need for innovative internal com-

munication processes to be implemented if there are concerning internal communica-

tion problems found.

The research will focus on GoldenMoments current employees and their satisfaction

level of existing internal communication channels. The main purpose of the study is

defined as: “How current internal communication channels can be improved in Gold-

enMoments Company?” In this research the author is also finding out the answers to

the following sub questions:

• How GoldenMoments employees perceive the internal communication in the

company at the current situation?

• Which communication channels are used and are preferred by the employees?

• How internal communication within GoldenMoments could be improved based

on the research?

To answer these research questions the author will research and analyse the current

internal communication channels used in GoldenMoments.

1.3 Thesis limitations

Author has set various limitations to the thesis in order for the study to be relevant and

valid for the case company as a commissioner of the thesis. These limitations are as

follows: focus of the study is internal communication channels and their use in Gold-

enMoments Ltd, not focusing on the content of the internal communication channels

used. Second limitation that has been set by the author is that the quantitative research

survey is distributed to the staff and employees of GoldenMoments, not the entire cli-

entele and partners of the company. Furthermore, the quantitative research question-

naire will be based on the interview module survey; this limitation is set due to the ge-

ographical challenges.

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1.4 Introduction of GoldenMoments

GoldenMoments Ltd. is England based Gift Experience Company founded in 1999.

Company is made up of professionals who strive for excitement and wellbeing experi-

ence provision to customers. GoldenMoments offer over 7000 gift experiences, from

3000 locations across 14 countries. (GoldenMoments 2013.)

GoldenMoments experiences ranges from candle light dinner on the river bank of Riv-

er Thames in London to skydiving experience in Italy. Some of these experiences are

exclusively GoldenMoments owned, such as Ferrari Driving experiences across United

Kingdom. As these gift experiences are owned by GoldenMoments, responsibility for

the experience’s execution, planning and safety is entirely GoldenMoments responsibil-

ity. There for more personnel had to have been employed such as driving supervisors

and mechanics. (GoldenMoments 2013.)

Company is based in Portsmouth, England and the official language is set as English.

As there are many subsidiaries in experience provision in various European countries

such as Spain, Italy, Germany and others there are number of interns whose mother

tongue is not English. In the company Spanish, German, Dutch, Italian and French is

spoken to communicate with the customers, wholesalers and service provider partners.

(GoldenMoments 2013.)

GoldenMoments quality in experiences and services has been recognised by the United

Kingdom Governments Department of Trade and Investment in the presentation of

the “Excellence in International Trade Winners Award”. This award according to

GoldenMoments officials is a stamp of approval for everyone in the team who helped

to achieve this historical milestone with their hard work, enthusiasm and dedication.

(GoldenMoments 2013.)

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Mission and Vision

From the start in 1999 GoldenMoments have grown into one of the United Kingdom

gift experience market leaders. According to GoldenMoments since the company was

established in 1999 the company’s mission has not changed and it is stated as follows:

“As Experience Hunters it is our mission to discover the greatest range of experiences

across Europe and share this passion with our customers”. (GoldenMoments 2013.)

The mission of the company is based on the enthusiasm and everlasting driven force

of experiencing the experiences themselves before providing this service to the cus-

tomers.

“We've climbed the highest summits in the world.

We've jumped into caverns from 9000 feet.

We've crossed seas and oceans.

We've driven a Ferrari at 195 mph.

We've had supper in old castles in Indre-et-Loire.

We've been shopping in the most fashionable boutiques in Europe.

We've given in to the pleasures for the body and the soul.” (GoldenMoments 2013.)

In their statement to the public GoldenMoments is communicating the message where

it is expresses that GoldenMoments staff has tried the services they provided not be-

cause they needed to do so to validate the reliability of the product provided but rather

because they love that they do and are as involved in the service provided as the cus-

tomers experiencing it. (GoldenMoments 2013.)

Company’s strategic vision statement is completing day to day processes and strives for

excellence of bringing the most memorable experience possible to the customer.

“To be competitively priced, easy to find and buy from, whilst demonstrating our pas-

sion for experiences.” (GoldenMoments 2013.)

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“To be the front of mind provider of experiences to European buyers” (GoldenMoments

2013.)

1.5 Thesis process management

The thesis process was started in January 2013. The subject of this Bachelor’s thesis is

internal communication at GoldenMoments Ltd. The aim of this research is to find out

the level of satisfaction with internal communication; the preferred channels of internal

communication; the most effective channels of internal communication; and sugges-

tions for the improvement of GoldenMoments Ltd. internal communication. The sub-

ject for the Bachelor’s thesis was chosen in the field of students professional studies.

The subject of the thesis was chosen by the author, regarding his interest and passion

for the subject. Commissionaire was introduced to thesis process after the thesis sub-

ject was defined. Thesis topic was introduced to the commissionaire as pre-created

product, which made it more difficult to sell the idea to the commissionaire. Discus-

sion of the thesis subject with commissionaire beforehand is allowing commissionaire

to introduce current challenges and subjects to be researched. Despite challenge men-

tioned above, the author and the commissionaire agreed on the current thesis subject

study in the company.

Thesis writing process was done independently by the author. Thesis structure and

implementation was done by pre-existing author’s knowledge of the subject and

Bachelor thesis requirements. Throughout the thesis process the author used thesis

supervisors and thesis seminar members’ recommendations and insights on the sub-

ject. Thesis author took thesis supervisors recommendations into account when cor-

recting, restructuring or fulfilling the thesis. Meetings and feedback on the existing

work was asked by the author to develop Bachelor’s thesis by the requirement of

HAAGA-HELIA University of Applied Sciences.

During the thesis process the author has developed deeper understanding on the thesis

subject and valid insights to be used in future career development. Learning also in-

cluded the overall thesis writing process. Issues mentioned in the first paragraph re-

7

garding thesis commissionaire would have been avoided if commissionaire was agreed

before thesis subject was defined. Also, closer interaction with thesis advisor and

commissioning company in the early stages of the thesis writing process would have

resulted in information exchange. The author has learnt to work independently and

researching necessary information and components needed for successful completion

of the study.

1.6 Structure of the thesis

The author has already worked in GoldenMoments Ltd. as a marketing assistant. Au-

thor had worked in a position of Marketing and sales content specialist in United

Kingdom market, focusing in the “GO” brand development in the Company. Thus,

the work place environment is familiar to the author and based on it insight infor-

mation and knowledge of the working environment the author of the study is able to

reflect on various aspects within the Company.

The thesis is built on five main sections also known as the thesis structure. Firstly In-

troduction is section is communicating with the reader about what the research is

about, how and why is it done following by the introduction of the case company in

question.

Theoretical framework follows as the next main section of the thesis structure. The

study is based on the links between theoretical framework and empirical part to have a

strong bond and practical use of the theory used in the study. The main purpose of the

theoretical framework is to introduce reader to key definitions and practises of internal

communication and channels used in multicultural company. Firstly introduction to

definitions of communication and internal communication will be given to introduce

the reader to the thesis subject. Furthermore, internal communication theories will be

explained and given bases for using these methods in the study process. Researched

internal communication channels will be explained based on the various sources and

external information resources seen in the bibliography chapter.

8

Research approach and methods are explained and communicated with the reader in

the next section. A quantitative research method is used. Author has chosen to use

quantitative research approach in order to achieve maximum validity of the study. The

quantitative research study is done using a research questionnaire to be distributed to

entire GoldenMoments team. Furthermore, in this section sample and population, data

gathering and data analysis process is explained.

Results and data analysis are explained in chapter 5. The section is introducing reader

with quantitative survey results and analysis, based on the theoretical framework theo-

ries and practises.

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2 Theoretical framework

Theoretical framework section will introduce the key theories and definitions of inter-

nal communication within an organisation. The section will allow the reader to under-

stand the fundamental aspects of internal communication used throughout the thesis.

2.1 Workplace communication

Communication is an essential part of everyday work interaction. Employers and em-

ployees as well as the customers of the particular organisation who are buying, selling

and working within the organisation are directly or indirectly involved in workplace

communication. Knowing the tools needed for successful communication at work

place will lead to wider influence on other people and increase of effectiveness at set

organisation. (Gerson 2007, 2-3.)

According to Blundel (2004), communication is an instrument used by humans in their

everyday interaction. Essentially, communication is a process where information is

transmitted between the sender and the receiver. Clear message exchange between two

parties is a sign of good communication and in order for the information to be trans-

ferred successfully to another person, the receiver, needs to know how to communi-

cate in the modern age. (Blundel 2004, 2-4.)

Communication is used as a means of any organisation to coordinate communication

and information exchange within the organisation to establish effective coordination of

activities between the members of organisation. Organisations persuade effective

communication in order for the members of organisation to achieve set aims, goals

and have a clear vision of the organisation. In organisations communication is an es-

sential part of the business strategy to motivate members of organisation and increase

overall satisfaction in the organisation leading to increase of the organisations work-

load and revenue. (Argenti 2009, 28-30.)

Organisational communication is also defined as the process of transmitted messages

interpretation within the organisations units. The overall purpose of the communica-

10

tion and tools used in communication is to establish and moderate mutual beneficial

understanding between the units in order for the organisation to successfully achieve

set goals for the business. (Gerson 2007, 4-5.)

In communication within the organisation there are three distinct dimensions which

are defined as communication flow dimensions. These dimensions are as follows:

downward communication, upward communication and horizontal communication.

(Hartley & Bruckman 2002, 2.)

A downward flow communication is an exchange of information within the organisa-

tion from one level, usually the managerial level to the lower level. The Board of Direc-

tors, the leadership group and the management level coordinators are setting goals,

providing instructions and training to the employees, informing about the policies used

in the organisation and urgent matters that need attention of the lower levels of work

force. With this downward communication the feedback that has been collected in the

process is used to inform leaders of the current status in the organisation. (Downs &

Adrian 2004, 54.)

An upward flow communication is an information flow from lover levels of organisa-

tion, employees, up the organisations structure. This communication can be defined as

formal or informal communication. Upward communication is defined in a sense when

the employee has finished their current assignment and the employee sends the work

report to the supervisors for feedback or instructions. Organisation environment tone

is set by how available is the ability for the employee to communicate with the direct or

indirect supervisors. When successful upward communication is established in the or-

ganisation it will lead towards more relaxed and friendly atmosphere in the organisa-

tions surroundings leading to more efficient work environment. On the contradictory,

the upward communication is struggling and lover levels of workforce are unable to

freely communicate with the supervisors it can lead to stressed work atmosphere where

there is no room for error due to the lack of feedback which is needed for the success-

ful completion of the task. Upward communication has to be filtered and only the task

11

at hand and useful information is presented to the higher levels of organisation.

(Downs & Adrian 2004, 54-55.)

Figure 1: Forms of organisational communication (Montana & Charnov 2000, 340.)

A horizontal communication flow is the most common dimension of communication

at organisations. Communication takes place in horizontal way in a perspective from

organisations structure module including communication with peers, colleagues and

fellow workers with whom they are on the same hierarchical level. Furthermore, in-

formal communication style is used more likely than formal communication depending

on the social reasons and the internal structure of the organisation. (Downs & Adrian

2004, 55.)

Workforce has more initiative to work harder and stay in the organisation because hor-

izontal communication is stimulating the individual to continue employment in the

organisation when there is friendly work atmosphere. Horizontal communication is

overlooked and neglected in some case organisations, focusing more on the tangible

aspects of the organisational process. However, horizontal communication remains

unmistakably necessary process in organisation structure. (Downs & Adrian 2004, 55.)

Communication is meant to be an equal process between the sender and receiver in

order for the message to be fully understood and perceived in a manner that it was

intended. Need to communicate is essential part of process in organisations as well as

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the society itself even in relatively small groups which is defined as two way communi-

cation module. (Downs & Adrian 2004, 4.)

2.2 Internal communication in an organisation

Organisations are putting the most effort on customer satisfaction. The more satisfied

are the customers with the product, service and meaning of the organisation the more

turnover the organisation can generate. In today’s competitive business world organisa-

tions are expected to focus their attention to the employees’ knowledge of the organi-

sation in order for the organisations core message and values to be communicated with

the customers. Successful internal communication is a key factor in organisations abil-

ity to create increasing financial performance indicators. (Argenti 2009, 183.)

Internal communication is cooperate culture building tool that is not just persuaded as

the method, broadcast or publication of the daily interactions between organisations

employees’. Strengthening the relationships with employees is one of the main aspects

of creating well integrated internal communications module. (Argenti 2009, 184.)

Internal communications is also defined as relevant tool in creating understandable,

clear and precise organisations image within the internal process of the organisation.

Approaches of the internal communication are to motivate, discipline and educate the

employees of the set organisation, in order for the recipient to clearly understand the

fundamentals of the organisation and be ready to discuss the arising issues presented in

everyday communication. (Kalla 2006, 26.)

Internal communication is a concept stated as data and information transactions be-

tween individuals or different size social groups within the same or different levels of

expertise in an organisation. Intent is to create smooth daily transactions of infor-

mation between the employees of the organisation in order to secure coordinated work

process. (Blundel 2004, 11.)

Internal communication is a tightly organised process through which organisations

workforce is coordinating the work process on daily basis to ensure the functionality of

13

the organisation. Addressing every employee’s communication skills and functions are

essential in building a self-secure communications module. Organisational communica-

tion addresses communication skills of all employees, management communications is

focused on the development of the managerial competences of the managers, cooper-

ate communication focuses on the formal cooperate function and organisational com-

munication provides understanding to the employees of spiritual issues and more theo-

retical based challenges that may accrue working in an multicultural organisation.

(Kalla 2006, 27.)

Increasingly complex and highly competitive nature and environment of today’s busi-

ness world is creating a demand for well-established internal communication and is

putting more pressure in the employees and their communication skills. (Argenti 2009,

184.)

In any organisation employees are expected to know all the processes of the organisa-

tion they are employed in. It is not only personal relations departments’ responsibility

any more and more emphasis is on employees’ ability to communicate organisations

structure, meaning and values to the public. When presented with an explicit question

about the organisations, an employee has to be able to discuss, explain and motive an-

swers whatever kind of question might be asked. Asked questions may vary from mis-

sion and vision of the organisation till current situation in organisation topic. Internal

communication has to provide understanding and ways how to communicate with the

public when the conversation is touching sensitive subjects such as investments, finan-

cial stability or working policies in an organisation. Employees’ preparedness and abil-

ity to freely discuss and explain in a clear and understandable way about the organisa-

tion to the customer shows organisations professionalism and preparedness towards

PR. (Kalla 2006, 142.)

Organisations internal communication development is based on the current state of

the internal communication. In a process of developing internal communication strate-

gy the information of the current methods, existing channels and service are collected

for the purpose of examination to determine whether the internal communication tar-

14

get is met in the organisation. Knowing the results of analysis of the current state is

essential for reliable internal communication plan implementation. (Smith 2008, 15-16.)

Internal communication system requires three self-preserved communication stages.

Crucial information has to be distributed freely in the organisation in order for the em-

ployees to know the current state in which the organisation is in. This information can

be perceived as appointments, investments that affect lower level in the organisation as

well as the modifications in business strategy. Furthermore, internal communication

system has to have servers, databases where the needed information is stored and the

channels from which the person can access the needed information for easier access

from the employees’ perspective. Needed information is defined as catalogues, contact

information, client register, legislation documents and privacy policies. The third nec-

essary action that is needed for internal communication system’s effective work is to

know where needed information is stored and how to get to that particular infor-

mation. It can be achieved by reminders for important happenings, such as business

trips, meetings or upcoming events. These reminders can be done via e-mail, face to

face meetings, bulletin boards or internal news server. (Grunig 1992, 533-536.)

In order for the internal communication to be effective internal communication chan-

nels has to be modified so that there is no leakage or interpretation of the information

provided. Information has to be structured in a set way by the organisation, a module

to follow in order for the message to be delivered correctly. The system via messages

are sent in the organisation has to be analysed for the information flow channels to be

improved. (Grunig 1992, 541.)

Internal communication methods are used in organisations. In organisations commu-

nication basic assumption is defined as: communication regarding organisations image,

mission, vision, and future trends. Communication regarding organisations strategies is

a key aspect for the employees’ ability to understand the importance of their tasks. The

other concept which is being used to describe internal communication in an organisa-

tion is day-to-day matters, defined as current organisational structure, financials of the

organisation, future aspects of the organisation, changes in the organisation, personal

15

development possibilities, training, employee policies, other department progress,

products and services. (Turner 2003, 61.)

In organisational level the most important is to receive clear messages from the super-

visors. The upper management is setting the tone for the entire organisation. Senior

staff has to be fully committed to the importance of the internal communication to

create fluent communication flow within the organisation. Managers are communi-

cating with the lower level in the organisation to get hard data, information and pro-

cess report of how the work is being carried out. This information has to be filtered

before presenting to the managers. Professional coach whose task is to develop em-

ployees’ internal communication skills, is an effective method to remedy internal com-

munication challenges. In addition the managers have to be precise what kind of in-

formation is presented later on to the senior staff. Board of directors are expecting

short, concrete and insightful report in which it is stated the progress review.

(Turner 2003, 62.)

When approaching internal communication structure it is important that communica-

tion style is led by a supervisor’s example. Superior communication directly impacts the

whole organisations style and atmosphere. Communication affects workers motivation

level and willingness to put an extra effort for the good of the organisation. (Kalla

2006, 24-25.)

Information that is exchanged in the organisation is perceived as information received

directly or indirectly from the managerial level. Unofficial communication is a type of

communication that is gathered or perceived when communication is between employ-

ees. This unofficial communication is perceived as a rumour or half-truth. Only when

the information is received from the supervisors only then the information is official

and there is no room for speculation of ‘Who said what?’’. (Blundel & Ippolito 2008,

187.)

In many organisations, communication is seen as a function that is done by special de-

partments such as cooperate communication, public relations and marketing commu-

16

nication departments. Communication is a specialised function used by all the depart-

ments in the organisation in formal and informal communication. Communication

plays important role in all areas of the organisation particular in overall integration of

the organisation, and in shareholders relations.

(Barker & Angelopulo 2006, 43.)

2.3 Forms and channels of internal communication

Internal communication has three methods in transmitting information in an organisa-

tion. These two methods verbal communication, written communication are perceived

as the most reliable. Gestural communication which can be interrelated with two main

methods is becoming hard to predict and used only as an addition to verbal communi-

cation. Two most reliable communication methods are verbal and written communica-

tion, because gestural communication is very hard to predict, understand and interpret

in a business life. Verbal communication is defined as a casual conversation, formal

conversation. Non-verbal communication also called gestural communication is active

when an information sender is transferring the information to receiver through body

language and gestures. It can range from salutations, greetings and expressions. Written

communication is defined as all the information that is transferred in a written form

such as memos’, notifications, notes, posters and any form where the information is

passed through written text. (Stuart & Sarow 2007, 200.)

Forms of internal communication are defined as follows: Intrapersonal communica-

tion, interpersonal communication, mediated communication, business communication

and integrated business communication. Intrapersonal communication is an activity

that occurs within your own body. Intrapersonal communication is helping one indi-

vidual to gather thoughts and information within the mind and play out a scenario in

mind of an interpersonal conversation. This communication form is used in order to

be precise and organised when the information has to be delivered to other person in

the organisation. (Stuart & Sarow 2007, 11.)

Interpersonal communication is defined as exchange of information between more

than one people. In theory it is persuaded as communication in one on one conversa-

17

tion or individuals interacting with many people in the organisation or society. It is a

process where ideas, thoughts and feelings are communicated between sender and re-

ceiver. This process can include all aspects of a conversation such as listening, as-

sessing, persuading and also non-verbal communication. Furthermore, interpersonal

communication can be made using direct and indirect communication channels such as

face to face meetings and indirect interaction such as computerized setting interaction.

(Stuart & Sarow 2007, 11.)

Mediated communication form is when the interaction between employees or staff in

the organisation occurs via computer-mediated communication tools such as instant

messaging, e-mails, chat rooms or internal communication network. Social media is

also part of this form of communication, because nowadays companies have their own

internal social networking site where the interaction between the employees can be

carries out in secure and safe fashion. (Stuart & Sarow 2007, 12-13.)

Business communication refers to message transfer which is a part of a business sector.

This form is also called formal communication within an organisation due to its subject

matter. Business communication can vary from personal e-mails, office memos, sales

presentations, conferences and staff meetings to daily greetings, cooperate branding

strategies and department meetings. (Stuart & Sarow 2007, 14.)

Integrated internal communication form is defined as organisations current forms of

communication. This form is usually persuaded in small and medium size organisa-

tions, due to the fact that the departments are closely interrelated and the communica-

tion forms are overlapping and creating united communications network. (Stuart

&Sarow 2007, 14.)

Internal communication is higher management and employee joined network. Meet-

ings, conferences, happenings and gatherings are regular occurrence in weekly schedule

of employees and personnel. Meetings are used in order for the operational infor-

mation to be communicated to the responsible department or a person. Meetings and

gathering are also process used to discuss the on-going organisational development,

18

news feeds and relevant external information that affects the organisation. Partly the

operational information is being communicated horizontally from a person to person

at the same level in the company and it can be positive and negative at the same time.

Positive aspect is that the information is being transferred fast and to the right person,

but the negative aspect is that the information can be misleading and altered in the

process. When the information has been past from a person to person the original

meaning can be lost in the interpretation of the set individual. (Stuart& Sarow 2007,

14.)

Considering the formal channels of internal communication aspect in the organisation

the employees are aware and on edge when receiving the information, because formal

communication involves more stress factors than informal. Informal communication

network include processes from private conversations between employees till personal

jokes and gossip shared in the common room. Informal communication is in cases

more important than formal communication, due to the reliability of the content and

the fast message delivery time comparing to formal memos and staff meetings. Organi-

sations are putting more effort into the informal communication due to the increase of

productivity because of it in the recent years. (Argenti 2009, 197.)

Communication with the management level is important process of internal communi-

cation. With this process the management is present in the eyes of the employees and

who the interest of their work as well as acknowledgment of their effort. When man-

ager is expressing regular interest in employees work it gives the incentive to work

harder and prove the worth of the job their doing. Communication in a group is prov-

ing to be the best indicator of the work efficiency due to the instant feedback that em-

ployees present to the management level representative. In organisations where there is

clear hierarchy managers should arrange frequent meetings with the employees and

daily ‘’check ins’’ on the employees floor. (Argenti 2009, 191.)

Distant communication channels also known as online communication transmit in-

formation in instant messages within the organisation community. This process is

reaching wider target group personnel with less effort saving time in arranging regular

19

meetings. Organisations internet platforms serve as the data transmitter for the online

communication which is preserving privacy of the information provided as well as the

urgent information is very unlikely to be misunderstood. Consequently companies have

to invest considerable time and thought effort into ensuring that these messages that

are communicated through the online communication are getting through the employ-

ees and to the intended target group. Organisations intranet, internal communication,

has to be dynamic and engaging with the home page regularly updated. It also has to be

communicated to the employees that it is their responsibility to daily check the intranet

for details, news, announcements and changed that can occur on a spot. Employees

who are checking the intranet every morning before they start their work day are the

ones who have insight information of the organisation and are on top of their day to

day duties and responsibilities. (Argenti 2009, 191-193.)

Corporate meetings are held when urgent and very important information has to be

delivered as soon as possible to the target group. These meeting usually affect the or-

ganisations community in whole and are important to be held at least one in a quarter.

It is efficient way to communicate important message that otherwise could be inter-

preted in different ways in which the message is losing the original impact and im-

portance. (Kalla 2006, 141.)

Operational guidelines in internal communication are specifically designed for the inte-

gration in all communication projects in the organisation. These guidelines are set by

the superiors in order to create standardised communication method. When there are

set operational guidelines the personnel in the organisation are able to understand,

modify and explain the information communicated to them by the higher level of the

organisation. (Barker &Angelopulo 2006, 43.)

2.4 Cultural diversity in multicultural organisation

Most of the 21st Century workforce is diverse, regards to the research on internationali-

sation aspect in Section 2.3 of the report, meaning workforce is consisting of people

from many different national and ethnic backgrounds. From the legal stand point peo-

ple are entitled to freedom of speech, differing sexual orientations, religious affiliations

20

and family structures. People diversity has to be acknowledges and respected in all in-

teractions and communication aspects. (Brief 2008, 1-3.)

From around 1960 International companies are pressured to establish equal opportuni-

ties to minorities in the work place starting from admission to the work till day to day

interaction with them. The initial statement that is upon for the companies to follow is

stated as: “Equal rights necessarily came to mean we are all the e same”. Although in

nowadays companies are pressured to follow modified version of the statement which

has developed into one in regards of internationalisation and uniqueness of a person at

work: “Viewing people having equal writes while being different. Each person has its

own personality, background, culture and ideas that should not be tossed in one cate-

gory rather than taken each person as a unique and rare specimen. (Guirdham 2005, 6.)

Workplace diversity focuses on empowering people to not shy away from their culture

and difference rather to develop and contribute with their unique talents and skills in

solving organisations business challenges. Organisations strive to encourage personnel

to interact with all the employees to achieve the most effective solution to the problem

or task. Recently the need to adapt for cultural difference has become major concern

of organisations’ general management. Reasoning behind the concern is the fast grow-

ing internationalisation in business life. Furthermore, research shows that cultural dif-

ferences in the society and in workplace strongly effect on subconscious level how

people behave. (Guirdham 2005, 6-7.)

Internal as is external communication draws people to speak in one language and also

use nonverbal messages. Factors such as context, mood and individual personality

plays significant role in the day to day communication. As communication is interactive

influencing the tone in the company the set rules of the day to day communication has

to be established within the organisation. Miscommunication may lead to hostile work

atmosphere, conflicts and unsatisfied behaviour. (Guirdham 2005, 7.)

Cultural differences are known to affect people’s purchasing power and knowing how

to market to specific target market is essential in organisations development of strate-

gic planning. For instance Scandinavian countries are prawn to faster take of rates

21

meaning that the introduced product or services is exception in the society faster than

in other countries. In service economies, meaning most of the European countries,

business success depends on the effective interaction and communication with cus-

tomers, partners and other levels in the organisation. Employees have to be well

trained in the art of persuading people to buy or use the product provided, requiring

well-developed interpersonal knowledge of the target market. (Guirdham 2005, 8.)

Well established internal communication tools and channels help to avoid the multicul-

tural differences in workplace. Thus, making sure that the organisation has up to date

work etiquette and set riles to follow through can help to avoid confrontational situa-

tions. A person who comes from different culture, environment and beliefs has to have

a neutral mid set coming to the workplace, if that has not been done then the organisa-

tions responsibility is to communicate company’s work etiquette, rules and present

work atmosphere to the set individual as soon as the misunderstandings has accrued.

(Brief 2008, 55-57.)

22

3 Research approach and method

This chapter introduces the reader to the research approach and method. The research

approach is explained in section 1.1. This research is targeted to and explanation of the

decision. Afterwards, data gathering and data analysis will be explained.

3.1 Quantitative approach

Quantitative research method is providing projectable research outcome. With this

methodology the researcher employs a large sample which is the representative of the

whole population. Quantitative research method is usually done by mail, telephone or

internet solutions to reach a larger scale of respondents to receive large quantities of

hard data, usually expressed by numbers within a scale, but not focusing on the open

ended questions. (Muijs 2011, 1-3.)

Quantitative approach is useful as it helps the researcher to prevent bias in gathering

and presenting research data. Quantitative data collection can be viewed as more sub-

jective and the results can only be realized by means of transcending personal perspec-

tive. The quantitative data gathering methods are useful especially when a study needs

to measure the cause and effect relationships within the organisation. The purpose of

the quantitative approach is to avoid subjectivity by means of collecting and analysing

information which describes the experience being studied. (Newman & Benz 1998, 1-

3.)

The author of the thesis has chosen quantitative research method. Quantitative re-

search approach is used due to the thesis objectives, aims and limitations. Firstly,

GoldenMoments is located in Portsmouth, England but the thesis author is doing the

research from Porvoo, Finland and geographical challenges accrued. The author is un-

able to have face to face meetings, interviews or discussions with the respondents di-

rectly. Furthermore, the GoldenMoments employees and managerial staff are extreme-

ly busy during the summer period with business processes of the company, therefore

Skype or phone interviews are ineffective due to the schedule. Respondents will be

more eager to fill the questionnaire when given time to finish it without pressuring

23

time deadline. As for some employees English in not a native language it is essential to

give time to process the information provided rather to put them on the spot with

semi-structures, in-depth interviews regarding qualitative research approach method.

Taking into consideration above mentioned reasons the author is convinced that the

quantitative research approach is the most effective approach to be used.

Quantitative approach will generate hard data concerning internal communication cur-

rent situation in GoldenMoments as well as the preferences in internal communication

from respondents point a view. Using this method author is creating quantitative sur-

vey questionnaire to be distributed among employees at GoldenMoments headquarters

in Portsmouth, England, seen in the Appendix 1 of the thesis.

3.2 Sample and population

The thesis aim is to research the internal communication tools within GoldenMoments

Company and the preferred communication tools for the current employees. Gold-

enMoments headquarters in Portsmouth, England currently are employing 22 people;

therefore the research focuses on these employees exclusively.

GoldenMoments currently are employing 12 interns from various countries such as:

Spain, Italy, Germany and France and 10 employees are considered permanents em-

ployees including experience supervisors, financial department, human relations de-

partment and upper management.

The author has chosen to use probability sample due to the facts that the research is

focused on entire population. Employee who is currently employed in Gold-

enMoments is eligible to participate in the research done by the author.

3.3 Data gathering

Data gathering for the thesis process is collected from data and information provided

by GoldenMoments and Survey Method used to retrieve information from the current

employees. Beforehand established privacy setting between the author and respondents

24

helped data gathering process, which states that the information given will is anony-

mous and used only for the research purposes.

Research Method used is quantitative approach; the technique used is the survey

method, which is otherwise known as normative survey. The results and findings of

the study are compared with the standards taken from the theoretical framework of the

thesis. With the survey method, researchers are able to statistically study the specific

areas where the company must concentrate. Findings regarding the common practices

being done and the methods which are commonly adopted by the employees are ob-

tained with the use of the survey method. (Vaus 2002, 5.)

The survey, seen in the Appendix 1 of the thesis, has been done using Webropol, sur-

vey creation tool to reach entire sample population. The survey is based on the Theo-

retical Framework data, information and theory. The survey is distributed to all the

employees of GoldenMoments with the support from the Human Relations depart-

ment. The author contacted the department in order to forward the invitation to com-

plete the survey to all current employees. This method was used in order to reach max-

imum efficiency in distribution of the survey. The author, in regards to the theory, used

this distribution approach because employees are more eager to answer the survey if it

has been ordered by the managerial level officials rather than from external person do-

ing the research.

Gathered data and results are stored in the Webropol internal server, only the thesis

author has rights to access the data. When the survey data collection is concluded the

author will export the results of the survey from Webropol to later be used in chapter

4.

3.4 Data analysis process

After gathering the completed questionnaire from the respondents, total responses

from each question is obtained and extracted from Webropol analytical tools to re-

search report. Data analysis process is based on the gathered data, theoretical frame-

work and current internal communication situation as a baseline. Data analysis process

25

is active from the point when the quantitative research survey link is made inactive and

further recipient participation is not allowed.

Quantitative research survey is based on the theoretical framework information and

the theories behind the questions are made to link the theoretical part of the thesis to

practical part, also known as empirical part.

The analysis covers three sub-sections, following the research survey’s structure. The

three parts are defined as follows: internal communication flow, current internal com-

munication effectiveness, and preferred internal communication tools. This study has a

structured questionnaire and analysis following these set sub-sections for more struc-

tured and valid results.

Results involving numerical scale, multiple choice questions and preferred communica-

tion channels will be analysed from information displayed as graphs. This is done for

the reader to understand the data presented for better understanding in a visual way.

For data gathering the quantitative survey approach is used meaning there are no open

ended questions presented to the recipients.

26

4 Results and data analysis

This section of the thesis is presenting the results of the quantitative research survey

distributed to the employees of GoldenMoments and analysis of those results. Analysis

is done based on the answers given from the recipients linked to the theory presented

in section 2.

A quantitative research survey was distributed to the entire team of GoldenMoments

employees (22), out of which 10 employees completed the survey, which makes 45%.

The survey results showed no pre-meditated answers. The survey was anonymous and

the questions were to be answered truthfully.

Respondents were from various nationalities and all 10 respondents are in the age cate-

gory from 21 to 30 years of age. From 10 participants 6 respondents are working at

GoldenMoments 3 to 6 months, 2 respondents less than 3 months, one respondent for

1 and 5 years. Most of the respondents are working at the Marketing and Sales depart-

ments in the company responsible for the online marketing campaigns, product revi-

sion and SEO target procurement.

4.1 Internal communication flow

The results show that GoldenMoments employees are mostly communicating among

each other. The link between the departments is strong and information is shared

freely between the departments. Most of their daily information needed for the tasks

successful completion is received from co-workers meaning that horizontal communi-

cation flow is used, shown in Figure 2.

27

Figure 2: Most of the information received comes from these channels. (n = 10)

Majority of respondents identified that co-workers are the main source of information

shared in the office. Rest of the respondents said that manager is communicating with

them. These respondents also acknowledged that the information received on day to

day bases is dependent on their current tasks.

Figure 3: How frequent ideas are passed on the upper management? (n = 10)

Figure 3 shows respondents opinion and their notion of co-workers willingness to

communicate ideas to upper management. Majority of respondents answered that their

ideas a frequently passed on to the upper management. Other options chosen were

that ideas are passed on seldom or never, 3 and 2 respondents. These answers indicat-

28

ed that upward communication flow is also used in the office. Upward communication

flow is up most important tool to be used in the company and results show that it is

used on frequent basis. The respondents indicated that they feel comfortable to directly

share ideas to upper management. Managerial level is accessible to the lower levels,

pending on the results.

4.2 Current situation of internal communication

Respondents were asked series of inter relater questions concerning current internal

communication situation and effectiveness of the tools used. Firstly, question of how

they perceive the information provided to them for successful completion of their

tasks. In most situations the received information was necessary to effectively preform

their job, 7 respondents agree that they are receiving the information needed, rest (3)

are disagreeing with the statement. Please see the Figure 4.

Figure 4: Received information to effectively perform duties. (n = 10)

Furthermore, staffs meetings are perceived to be in sufficient amount. These staff’s

meetings are also informative and the information received in the meetings are per-

ceived as informative and structured. See Figure 5.

29

Figure 5: Staff meetings attended was informative. (n = 10)

When discussed about the upper management role in internal communication re-

spondents were convinced that hesitant in communication with lower level employees

is the major issue. 70% of the respondents think that executives are reluctant to com-

municate news about the company to employees and only 30% believe that infor-

mation concerning company is communicated freely. See Figure 6.

Figure 6: Top executives often seem hesitant to communicate news about the organi-

zation to lower level employees. (n = 10)

30

Regarding the overall information received on day-to-day basis 50% of respondents

indicated that it is nor detailed nor accurate. Even though according to them infor-

mation shared within the office is contributed as reliable. Information coming from

managers is seen as reliable but not detail-oriented (Figure 7).

Figure 7: Reliability of information at GoldenMoments. (n = 10)

Respondents have expressed mixed opinions on current internal communication effec-

tiveness. Internal communication is working well at current moment but expressed

upper managements challenges in communicating with lower levels of the workforce

gives impression that they are not completely satisfied with internal communication.

4.3 Preferred internal communication tools

Respondents expressed their opinion on preferred communication tools and the most

effective way to communicate with them. The most efficient way to communicate is

face to face meeting, according to 70% respondents. E-mail communication was cho-

sen as the most effective way by 30%. In conclusion, majority of respondents feel that

in face to face meetings information can be received faster and more efficiently. Re-

spondents who chose e-mail as the most effective communication tool have been

working at GoldenMoments longer than respondents choosing face to face meetings.

Employees who have been working at GoldenMoments lees than 6 months, feels that

receiving information directly at the meetings are more trustworthy and informative

31

rather than other communication tools. Options of communication via: intranet, Out-

look, phone calls or Skype were not considered to be the most effective way.

Regarding which channels of communication is the most effective in GoldenMoments

day-to-day interactions, personal meetings are the most important tool in company’s

internal communication with 50% of respondents choosing this channel. E-mail as the

most effective internal communication tool chose 2 respondents, outlook only 1. See

the Figure 8.

Figure 8: Most effective internal communication channels in GoldenMoments. (n =

10)

Even though the preserved channel of communication is personal meeting with the

managers, the majority answered that the information that they receive is received

from co-workers who have attended the meetings or have insight information regard-

ing particular news. Analysis shows inconsistency with the internal communication

within GoldenMoments, exception is the expressed need for personal meetings as they

are the most effective and preferred internal communications tool within the company.

32

5 Conclusions and recommendations

This section is presenting the conclusions of the study based on the results and data

analysis (section 4). Furthermore, the reader is presented with internal communication

improvement recommendations based on the theoretical framework (section2).

Recommendations are based on the initial research questions, theoretical framework,

quantitative research survey, analysis of the findings and conclusions. Suggestions are

based on the above mentioned data and are not intended to be viewed in contradictory

fashion regarding GoldenMoments existing internal communication knowledge and

expertise.

5.1 Conclusions

This study is focused on the critical evaluation on the current internal communication

situation in GoldenMoments. The research also aimed to identify the internal commu-

nication channels used in the office as well as the preferred internal communication

channels. Primary and secondary resources were used in the study. For the primary

data, the author chose to conduct quantitative research survey questionnaire using en-

tire GoldenMoments employee staff as participants. A survey was constructed in

Webropol, data collection and analysis tool. The answers given by the respondents in

Webropol were used as basis for data analysis. Furthermore, various publications in

books and scholar journals as the secondary resources were used to support the find-

ings.

Based from the results of the survey which reached 45% of respondents, Gold-

enMoments employees agree that the current internal communication system works

well in their day-to-day duties and responsibilities. Although, the respondents also ex-

pressed concerns regarding some aspects of workplace communication and that the

internal communication be improved to become more effective. Information commu-

nicated within the company is perceived as reliable and trustworthy. Furthermore, re-

spondents supported the notion that the staffs meetings are in sufficient amount, as

well as the personal meetings are constructive and informative. As the personal meet-

33

ings are the most effective tool in internal communication used in the Gold-

enMoments, being constructive and informative is up most important.

A horizontal communication flow is mostly use d at GoldenMoments which is the

most commonly used method in today’s organisation. Communication between co-

workers is an essential part of a business and at GoldenMoments the methods seems

to be working well, increasing the probability of friendly work atmosphere. Other

communication flow method, a downward communication flow, has been identified.

Moreover, while this method is present in current internal communication system it is

not working as effective. Survey results support this motion. According to the article

written by Downs and Adrian (2004), communication professionals defines a down-

ward communication flow as information communicated from upper management to

lower levels of workforce. Management is reluctant to communicate information about

the company to employees. Schedule, time or personal reasons can be influencing fac-

tors for the action.

Although, the downward communication flow can be improved, the results from the

survey indicated that the overall information circling in the company is reliable. Ac-

cording to Argenti (2009), the more satisfied are the workers are with the product,

identified as internal communication, the more productive workforce is. Good internal

communication develops friendly and relaxed work atmosphere. Participants expressed

this notion because the information is received directly from the management, increas-

ing the validity, as well as the information presented has been checked and validated.

Inconsistencies in answers regarding current internal communication flow were shown

in survey results. In some responses to the question regarding upper level willingness

to communicate news about the company to employees, majority expressed notion was

that management is being hesitant. Although, towards question were employees are

receiving information about the company the majority said from co-workers. The au-

thor concludes that there is an information leak in the company. According to Downs

& Adrian (2004), when information is not presented in clear manner because official

34

information has not been provided by the upper management. Misunderstandings and

rumours spread in the company whilst the situation is present.

Despite the positive aspects of internal communication obtained from the research the

validity of it can be questioned. For instance, the respondents could have used answer

patterns and influence factors obtained from co-workers during the completion of the

survey. The entire team was invited to participate in the survey, responded 45 %. Fol-

lowing recommendation section is based on the results and analysis gathered form

completed surveys and theoretical knowledge.

5.2 Recommendations

Regarding results from quantitative research survey and conclusions these recommen-

dations are to be perceived as critical internal communication in GoldenMoments

evaluation result that can influence the overall internal communication effectiveness.

Regarding information presented in conclusion (section 5.1) the focus should be put

on downward communication channel improvement. According to Grunig (1992),

crucial information has to be distributed freely in the organisation in order for the em-

ployees to understand their current work importance for the organisation. In order for

the improvements to take place entire team has to be informed about the importance

of internal communication and the effects on workplace.

The author presents three recommendations based on the analysis and the conclusions

of the study supported by chapter 2. The three recommendations are defined as fol-

lows: management organised monthly staff meeting, internal newsletter, and internal

communication training sessions.

The recommendation regarding management organised monthly staff meeting the au-

thor is basing on chapter 4 and section 5.1 supported by Turner (2003), module on

effective internal communication (section 2.2).

35

The recommendation for the need of internal newsletter distribution regarding news

and information discussed in monthly meetings, the author is basing on section 5.2

discussed downward communication challenges, supported by Argenti (2009), state-

ment on distant communication channel importance and discussion on newsletter im-

portance by Smith (2008).

The recommendation regarding internal communication training sessions the author is

basing on chapter 4 and section 5.1 supported by Smith (2008), integrated communica-

tion methods.

5.2.1 Management organised monthly staff meeting

Therefore, management organised monthly staff meeting is recommended for internal

communication improvement. All division and employees should attend the meeting,

where up to date information is presented. According to Turner (2003), managers are

communicating with lower level employees in order to retrieve hard data, information

and current task status. A monthly staff meeting is an efficient way to retrieve all em-

ployee status reports at once.

Agenda of the meeting would be as follows: to inform different divisions of the com-

pany what are the current tasks and situation, what are the existing results or predicted

results, the importance of the tasks they are doing, the urgent maters and matters that

can wait, is there help needed and if so then from whom, and finally to achieve clear

understanding GoldenMoments current tasks and future trends. Monthly staff meeting

to be held is important. The results of the meeting are that different divisions are clos-

er interrelated and employees are informed about processes within company and have

clear vision where the company is headed. By bringing different divisions closer to

each other this meeting can improve not only internal communication flow but also

affect workplace atmosphere. Creating efficient workplace and friendly workplace at-

mosphere is one of the goals for successful organisation.

36

5.2.2 Internal newsletter

Furthermore, GoldenMoments should have monthly internal newsletter. According to

Smith (2008), newsletter would serve as up-to-date information source about the topic

presented and discussed in the monthly staff meeting. Furthermore, newsletter can

serve as a reminder of the actions taken and information acquired by the management.

Some employees might not be present in the meeting due to various reasons such as:

illness, work related travels or other circumstances. The newsletter should include in-

formation on the current tasks, projects, acknowledgements and information on up-

coming events. With this system all employees are reminded of the items discussed, so

that entire team has received up-to-date information. In discussion by Argenti (2009),

notion of entire team to receiving up to date information is for coordination purposes.

Employees’ awareness of the existing processes in the company allows management to

allocate different tasks, knowing they have insight information for the task they are

about to do. Furthermore, interaction with company’s external partners such as cus-

tomers will bring more value, due to the employees’ knowledge of company’s process-

es.

On the downside, allocation of a person who is responsible for the newsletters month-

ly creation is needed, draining GoldenMoments recourses. The newsletter should be in

electronic format sent by e-mail or outlook with privacy conditions to be used and

viewed only internally.

5.2.3 Internal communication training sessions

Internal communication training sessions has proven to be effective tool to coach the

personnel to interact with co-workers, management and different divisions in a profes-

sional manner. The challenge of internal communication is to keep diverse organisation

motivated. (Smith 2008, 177.)

These training sessions would be done by internal communication specialist who

would hold the sessions quarterly or annually depending on the ever chaining work-

37

force needs. Sessions would provide understanding to employees how to use commu-

nication channels, which information has to be communicated directly to management

and which information has to be communicated to other divisions before presenting it

to the managerial level. Information would be flowing to the right and intended target

and the internal communication gap between management and employees would dis-

appear increasing the internal communication effectiveness.

According to Smith (2008), training sessions also will help boost the confidence of the

managers, not only employees. Training sessions for managerial level will help manag-

ers to anticipate and prepare answers to various internal communication situations.

The purpose of the research was to study what is the current internal communication

situation at GoldenMoments and how employees perceive it, which communication

channels are used and preferred by employees and to come up with relevant recom-

mendations for the improvement of internal communication. The research has an-

swered these questions thus; the goal of the study has been reached.

38

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42

Appendices

Appendix 1: Questionnaire

1. What is your age?

• Under 20

• 21-30

• 31-40

• 41-50

• 51 and older

2. How long have you worked for GoldenMoments?

• Less than 3 months

• 3-6 months

• 1-4 years

• 5 years of more

3. In which division are you working in? If other please specify.

• Sales

• Marketing

• Financial

• Administration

• Other

4. Most of my information I receive comes from: (If other please specify)

• Manager

• Co-workers

• Human Relations department

• Other

43

5. I feel comfortable sharing my ideas directly with upper management.

• Strongly Disagree

• Disagree

• Agree

• Strongly Agree

6. My ideas are frequently passed on to upper management by co-workers.


• Disagree

• Agree

• Strongly Agree

7. In most situations, I receive the information necessary to effectively perform

my job.


• Disagree

• Agree

• Strongly Agree

8. Staff meetings in GoldenMoments are in sufficient amount.


• Disagree

• Agree

• Strongly Agree

9. My department shares important information with other departments.


• Disagree

• Agree

• Strongly Agree

44

10. Most staff meetings I attend are informative.


• Disagree

• Agree

• Strongly Agree

11. Most efficient way to communicate with me is via: (if other please specify)

• E-Mails

• Phone calls

• Face to face meetings

• Memos

• Skype

• Outlook

• Intranet

• Other

12. Top executives often seem hesitant to communicate news about the organiza-

tion to lower level employees.


• Disagree

• Agree

• Strongly Agree

13. I freely communicate the information that I receive from my manager to my co-

workers.


• Disagree

• Agree

• Strongly Agree

45

14. Most information I receive on a daily basis is detailed and accurate.


• Disagree

• Agree

• Strongly Agree

15. The information shared in GoldenMoments is reliable.


• Disagree

• Agree

• Strongly Agree

16. I get most of my information about company, news and events via: (If other

please specify)

• Co-workers

• Manager

• Human Relations department

• Financial Department

• Other

17. According to you, which of these communication channels are the most effec-

tive tools in GoldenMoments internal communication?

• Personal meeting

• E-Mail

• Phone call

• Skype

• Outlook

• Newsletter

• Other

internal communication channels within a multinational ... · channels used by goldenmoments and...

Documents